TY - MGZN TI - How AI Fits into Lean Six Sigma AU - Holweg, Matthias AU - Davenport, Thomas H. AU - Snyder, Ken T2 - Harvard Business Review AB - AI already is being used in some areas of process improvement, and the usage of this technology — including generative AI — promises to grow. That’s because it can perform tasks faster and much less expensively than humans alone. But it will never fully replace people — and that poses management challenges. DA - 2023/11/09/T13:35:41Z PY - 2023 DP - hbr.org SN - 0017-8012 UR - https://hbr.org/2023/11/how-ai-fits-into-lean-six-sigma Y2 - 2023/11/14/22:24:48 ER - TY - MGZN TI - How to Build Movements with Cyclical Patterns in Mind - Non Profit News | Nonprofit Quarterly AU - Algoso, Dave AU - Guerzovich, Florencia AU - Gattoni, Soledad T2 - Nonprofit Quarterly AB - The world changes too much for anyone who is invested in social change work to imagine that this work is linear and predictable. Opportunities come and go, whether caused by a pandemic or political shifts. This much most social movement leaders and activists intuitively understand. But what can be done with this realization? How might movement groups better prepare for moments of opportunity? We want to explore how we can create the changes we want to see by responding to the changes that are outside our control. DA - 2023/06/05/ PY - 2023 UR - https://nonprofitquarterly.org/how-to-build-movements-with-cyclical-patterns-in-mind/?utm_source=substack&utm_medium=email Y2 - 2023/10/03/11:30:33 ER - TY - MGZN TI - A Better Approach to After-Action Reviews AU - Fletcher, Angus AU - Cline, Preston B. AU - Hoffman, Matthew T2 - Harvard Business Review AB - In the decades since the Army created the After Action Review (AAR), businesses have embraced the practice as a way of learning from both failure and success. But all too often the practice gets reduced to nothing more than a pro forma exercise. The authors of this article describe the history and philosophy of the original AAR, debunk three myths about the practice that impede its proper use, and finally suggest three improvements that can help business leaders make the most of it. DA - 2023/01/12/T13:15:17Z PY - 2023 DP - hbr.org SN - 0017-8012 UR - https://hbr.org/2023/01/a-better-approach-to-after-action-reviews Y2 - 2024/01/12/15:42:52 KW - Collaboration and teams KW - Crisis management KW - Project management ER - TY - MGZN TI - Be a participant not a spectator AU - Sharp, Cathy T2 - The Evaluator - UK Evaluation Society AB - My focus here is on the realities of evaluating in complexity where ‘nothing is clear, and everything keeps changing’. I outline how I use a series of ‘provocations’ that allow people to choose their own starting point. Sharing those choices fuels conversations that discover, explore, and co-create (rather than manage) our mutual expectations and assumptions and track how these might themselves be influenced by the work as it unfolds. This account draws on a review of literature and my practice experience, including reflections from others brought into local, national, and international conversations about what it means for evaluation to recognise complexity. DA - 2022/// PY - 2022 IS - Spring UR - https://research-for-real.co.uk/wp-content/uploads/2022/06/Cathy-Sharp-Be-a-participant-not-a-spectator-Winner-Dione-Hills-Tavistock-UKES-prize.pdf Y2 - 2023/05/22/14:20:32 ER - TY - MGZN TI - 5 Principles to Guide Adaptive Leadership AU - Ramalingam, Ben AU - Nabarro, David AU - Oqubuy, Arkebe AU - Carnall, Dame Ruth AU - Wild, Leni T2 - Harvard Business Review AB - How you respond to a crisis will have repercussions for years to come. The Covid-19 pandemic is constantly evolving, with leaders facing unpredictability, imperfect information, multiple unknowns, and the need to identify responses quickly — all while recognizing the multi-dimensional (health-related, economic, social, political, cultural) nature of the crisis. Responding to the crisis requires adaptive leadership, which involves what we refer to as the 4 A’s: Anticipation of likely future needs, trends and options. Articulation of these needs to build collective understanding and support for action. Adaptation so that there is continuous learning and the adjustment of responses as necessary. Accountability, including maximum transparency in decision-making processes and openness to challenges and feedback. DA - 2020/09/11/T12:05:17Z PY - 2020 DP - hbr.org SN - 0017-8012 UR - https://hbr.org/2020/09/5-principles-to-guide-adaptive-leadership Y2 - 2020/09/28/13:40:17 KW - Crisis management KW - Leadership ER - TY - MGZN TI - The fashion for agile management is spreading AU - The Economist T2 - The Economist AB - Executives need to be a cross between Spider-Man and Simone Biles DA - 2018/07/05/T14:57:17Z, 2018-07-05T14:57:17Z PY - 2018 DP - The Economist SN - 0013-0613 UR - https://www.economist.com/business/2018/07/05/the-fashion-for-agile-management-is-spreading Y2 - 2018/07/16/13:05:22 ER - TY - MGZN TI - Systems Change in a Polarized Country AU - Kramer, Mark R. T2 - Stanford Social Innovation Review AB - A growing number of US foundations are adopting practices based on systems change to achieve their goals in the current political environment. DA - 2017/04/11/ PY - 2017 UR - https://ssir.org/articles/entry/systems_change_in_a_polarized_country Y2 - 2017/09/04/00:00:00 ER - TY - MGZN TI - Scaling Science AU - Gargani, John AU - McLean, Robert T2 - Stanford Social Innovation Review DA - 2017/// PY - 2017 IS - Fall LA - en-us UR - https://ssir.org/articles/entry/scaling_science Y2 - 2019/02/15/09:42:21 ER - TY - MGZN TI - Why Diverse Teams Are Smarter AU - Rock, David AU - Halvorson, Heidi Grant T2 - Harvard Business Review AB - Research shows they’re more successful in three important ways. DA - 2016/11/04/T13:00:24Z PY - 2016 UR - https://hbr.org/2016/11/why-diverse-teams-are-smarter Y2 - 2016/11/15/15:28:58 ER - TY - MGZN TI - Why the Problem with Learning Is Unlearning AU - Bonchek, Mark T2 - Harvard Business Review AB - Don’t get stuck in your current ways of thinking. DA - 2016/11/03/T16:00:47Z PY - 2016 UR - https://hbr.org/2016/11/why-the-problem-with-learning-is-unlearning Y2 - 2016/11/08/10:38:28 ER - TY - MGZN TI - This startup uses machine learning and satellite imagery to predict crop yields AU - Brokaw, Alex T2 - The Verge AB - Mark Johnson wants to beat the United States Department of Agriculture at its own game: predicting yields of America's crops. The USDA puts boots on the ground, deploying hundreds of workers to... DA - 2016/08/04/T10:22:21-04:00 PY - 2016 UR - http://www.theverge.com/2016/8/4/12369494/descartes-artificial-intelligence-crop-predictions-usda Y2 - 2017/02/16/17:29:46 ER - TY - MGZN TI - Life and death in the App Store AU - Newton, Casey T2 - The Verge AB - As last year began, the app developer Pixite held its company retreat at a converted Old West movie set outside of Palm Springs. They spent a few days dreaming about the future while eating... DA - 2016/03/02/ PY - 2016 UR - https://www.theverge.com/2016/3/2/11140928/app-store-economy-apple-android-pixite-bankruptcy Y2 - 2017/06/28/15:23:18 ER - TY - MGZN TI - What Is Disruptive Innovation? AU - Christensen, Clayton M. AU - Raynor, Michael E. AU - McDonald, Rory T2 - Harvard Business Review AB - For the past 20 years, the theory of disruptive innovation has been enormously influential in business circles and a powerful tool for predicting which industry entrants will succeed. Unfortunately, the theory has also been widely misunderstood, and the “disruptive” label has been applied too carelessly anytime a market newcomer shakes up well-established incumbents. In this article, the architect of disruption theory, Clayton M. Christensen, and his coauthors correct some of the misinformation, describe how the thinking on the subject has evolved, and discuss the utility of the theory. They start by clarifying what classic disruption entails—a small enterprise targeting overlooked customers with a novel but modest offering and gradually moving upmarket to challenge the industry leaders. They point out that Uber, commonly hailed as a disrupter, doesn’t actually fit the mold, and they explain that if managers don’t understand the nuances of disruption theory or apply its tenets correctly, they may not make the right strategic choices. Common mistakes, the authors say, include failing to view disruption as a gradual process (which may lead incumbents to ignore significant threats) and blindly accepting the “Disrupt or be disrupted” mantra (which may lead incumbents to jeopardize their core business as they try to defend against disruptive competitors). The authors acknowledge that disruption theory has certain limitations. But they are confident that as research continues, the theory’s explanatory and predictive powers will only improve. DA - 2015/12/01/T05:00:00Z PY - 2015 DP - hbr.org SN - 0017-8012 UR - https://hbr.org/2015/12/what-is-disruptive-innovation Y2 - 2023/10/31/11:51:38 ER - TY - MGZN TI - Fostering Systems Change AU - Gopal, Srik AU - Kania, John AB - Five simple rules for foundations seeking to create lasting social change. DA - 2015/11/20/ PY - 2015 UR - https://ssir.org/articles/entry/fostering_systems_change ER - TY - MGZN TI - Why your IT project may be riskier than you think AU - Flyvbjerg, Bent AU - Budzier, Alexander T2 - Harvard Business Review AB - New research shows surprisingly high numbers of out-of-control tech projects—ones that can sink entire companies and careers. DA - 2011/09/01/ PY - 2011 UR - https://hbr.org/2011/09/why-your-it-project-may-be-riskier-than-you-think Y2 - 2017/02/18/00:00:00 ER - TY - MGZN TI - Leading Effectively in a VUCA Environment: A is for Ambiguity AU - Kail, Col Eric G. T2 - Harvard Business Review AB - This is the last in a series on the four aspects of VUCA, a framework used by the U.S. military to describe the environment in terms of volatility, uncertainty, complexity, and ambiguity. Diversity and global reach introduce ambiguity to the environment; therefore opportunities and challenges must be appreciated from multiple aspects, not just our own […] DA - 2011/01/06/T13:30:22Z PY - 2011 DP - hbr.org SN - 0017-8012 ST - Leading Effectively in a VUCA Environment UR - https://hbr.org/2011/01/leading-effectively-in-a-vuca-1 Y2 - 2019/06/23/21:34:38 KW - Leadership KW - Leading teams ER - TY - MGZN TI - Leading Effectively in a VUCA Environment: C is for Complexity AU - Kail, Col Eric G. T2 - Harvard Business Review AB - This is the third in a series on the four aspects of VUCA, a framework used by the U.S. military to describe the environment in terms of volatility, uncertainty, complexity, and ambiguity. Our complex environment demands a perspective that goes beyond viewing threats and opportunities as collective; we must see them as interactive. Leading through […] DA - 2010/12/03/T17:06:55Z PY - 2010 DP - hbr.org SN - 0017-8012 ST - Leading Effectively in a VUCA Environment UR - https://hbr.org/2010/12/leading-effectively-in-a-vuca Y2 - 2019/06/23/21:34:49 KW - Leadership KW - Leadership development ER - TY - MGZN TI - Leading in a VUCA Environment: U is for Uncertainty AU - Kail, Col Eric G. T2 - Harvard Business Review AB - This post is part of an HBR Spotlight examining leadership lessons from the military. It’s the second in a series on the four aspects of VUCA, a framework used by the U.S. military to describe the environment in terms of volatility, uncertainty, complexity, and ambiguity. The frenetic pace of our environment, brought on by volatility, […] DA - 2010/11/10/T21:34:23Z PY - 2010 DP - hbr.org SN - 0017-8012 ST - Leading in a VUCA Environment UR - https://hbr.org/2010/11/leading-in-a-vuca-environment-1 Y2 - 2019/06/23/21:34:44 KW - Leadership ER - TY - MGZN TI - Leading in a VUCA Environment: V Is for Volatility AU - Kail, Col Eric G. T2 - Harvard Business Review AB - This post is part of an HBR Spotlight examining leadership lessons from the military This is the first in a series on the four aspects of VUCA, a framework used by the U.S. military to describe the environment in terms of volatility, uncertainty, complexity, and ambiguity. Do challenges and opportunities that once took days or […] DA - 2010/11/03/T20:42:13Z PY - 2010 DP - hbr.org SN - 0017-8012 ST - Leading in a VUCA Environment UR - https://hbr.org/2010/11/leading-in-a-vuca-environment Y2 - 2019/06/23/21:34:15 KW - Leadership ER - TY - MGZN TI - Why to be Wary of "Design for Developing Countries" AU - Donaldson, Krista T2 - Ambidextrous DA - 2008/// PY - 2008 IS - Spring SP - 35 EP - 37 UR - http://ambidextrousmag.org/issues/09/articles/i9p35_37.pdf ER - TY - MGZN TI - The Knowledge-Creating Company AU - Nonaka, Ikujiro T2 - Harvard Business Review AB - Editor’s Note: This 1991 article helped popularize the notion of “tacit” knowledge—the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their heads. Years later, the piece can still startle a reader with its views of organizations and of the types of knowledge that inform […] DA - 2007/07/01/T04:00:00Z PY - 2007 DP - hbr.org IS - July–August 2007 SN - 0017-8012 UR - https://hbr.org/2007/07/the-knowledge-creating-company Y2 - 2018/12/17/10:37:45 KW - Creativity KW - Innovation KW - Product development KW - Research & development ER - TY - MGZN TI - Why Software Fails - We waste billions of dollars each year on entirely preventable mistakes AU - Robert N., Charette T2 - IEEE Spectrum AB - We waste billions of dollars each year on entirely preventable mistakes. The biggest tragedy is that software failure is for the most part predictable and avoidable. Unfortunately, most organizations don't see preventing failure as an urgent matter, even though that view risks harming the organization and maybe even destroying it. Understanding why this attitude persists is not just an academic exercise; it has tremendous implications for business and society. DA - 2005/09/02/ PY - 2005 LA - en UR - https://spectrum.ieee.org/why-software-fails Y2 - 2021/08/05/14:01:47 ER - TY - MGZN TI - Learning in the Thick of It AU - Darling, Marilyn AU - Parry, Charles AU - Moore, Joseph T2 - Harvard Business Review AB - After-action reviews identify past mistakes but rarely enhance future performance. Companies wanting to fully exploit this tool should look to its master: the U.S. Army’s standing enemy brigade, where soldiers learn and improve even in the midst of battle. DA - 2005/07/01/T04:00:00Z PY - 2005 DP - hbr.org SN - 0017-8012 UR - https://hbr.org/2005/07/learning-in-the-thick-of-it Y2 - 2024/01/12/15:30:13 KW - Aerospace sector KW - Corporate governance KW - Decision making and problem solving KW - Defense industry KW - Defense sector KW - Fabrication and manufacturing KW - Meeting management KW - Military KW - North America KW - Organizational culture KW - Presentation skills KW - Project management KW - Psychology KW - Telecom ER - TY - MGZN TI - Your Company’s Secret Change Agents AU - Pascale, Richard T. AU - Sternin, Jerry T2 - Harvard Business Review AB - Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan their flames. DA - 2005/05/01/T04:00:00Z PY - 2005 IS - 2005/05 UR - https://hbr.org/2005/05/your-companys-secret-change-agents Y2 - 2018/06/17/18:54:20 ER - TY - MGZN TI - Recipes for Public Spheres: Eight Institutional Design Choices and Their Consequences AU - Fung, Archon T2 - Journal of Political Philosophy DA - 2003/09// PY - 2003 VL - 11 IS - 3 SP - 338 EP - 67 ER - TY - MGZN TI - Strategy as Simple Rules AU - Eisenhardt, Kathleen M. AU - Sull, Donald T2 - Harvard Business Review AB - When the business landscape was simple, companies could afford to have complex strategies. But now that business is so complex, they need to simplify. Smart companies have done just that with a new approach: a few straightforward, hard-and-fast rules that define direction without confining it. DA - 2001/01/01/T05:00:00Z PY - 2001 DP - hbr.org IS - January 2001 SN - 0017-8012 UR - https://hbr.org/2001/01/strategy-as-simple-rules Y2 - 2020/10/01/10:35:20 KW - Entrepreneurial management KW - Internet KW - Strategy KW - Strategy execution ER - TY - MGZN TI - Positive Deviant AU - Dorsey, David T2 - Fast Company AB - Jerry Sternin’s job was to help save starving children in Vietnam. Faced with an impossible time frame, he adopted a radical approach to making change. His idea: Real change begins from the inside. DA - 2000/11/30/ PY - 2000 LA - en-US UR - https://www.fastcompany.com/42075/positive-deviant Y2 - 2018/06/17/15:13:46 ER -